“Willing to Serve: Marriott’s Employee Satisfaction”
Organizations around the world are innovating ways to stay afloat and to increase employee satisfaction.
With the 2008 economic downfall, organizations have become more sensitive to the needs of their
greatest asset, “the employee”. According to Ellen Galinsky, Tyler Wigton, and Lois Backon’s article
Creating Management Practices for Making Work Work,
“organizations are creating imaginative
workplace approaches for improving the work environment, and helping employees navigate the shifting
demands of their work and personal lives” (Galinsky, Wigton, & Backon, 2009).
There are new trends
that employers have integrated to deal with the recession in constructive ways, such as allowing
employees to work at home one or two days a week to save on commuting costs, allowing employees
greater scheduling flexibility if their spouses have lost a job or seen their hours reduced and the family
needs to make changes, and reassigning responsibilities when no hiring is possible (Galinsky, Wigton, &
Backon, 2009).Employers are also developing performance metrics to ensure that their programs do not
discriminate, and all employees have opportunity to enhance their skills to ensure that the organization
functions efficiently and effectively.
Many organizations, Marriott International in particular, have implemented self paced development
programs to enhance job performance. Marriott’s organizational culture is the foundation upon which
employees internalize values, and norms that guide towards expected standards of behaviors. According
to Gareth R. Jones and Jennifer M. George in,
organizational culture is the
shared set of beliefs, expectations, values, and norms that influences how members of an organization
We will explore the innovative approaches for creating effective and flexible workplaces, and will share
how Marriott International’s implementation of Marriott’s Management Philosophy, and how it increases
employee satisfaction that leads to superior customer and guest services.
Marriott’s Behavioral Management Theory